Index

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• Welcome
• Introduction to OrgCon
  • OrgCon short presentation
  • The work process
  • The OrgCon science base
    • Information processing view
    • What is an organization?
    • Contingency theory
    • Concept of fit
      • Strategic fit
      • Contingency fit
      • Design prarameter fit
      • Total design fit
  • Goals and benefits of the OrgCon analysis
    • Profit impact
    • Managerial development
  • User profiles
    • Consultants
    • Managers
    • Lecturer
    • Students
• Before you start your analysis
  • Defining the unit of analysis
    • Identify the organziational boundaries
  • Defining the objectives
  • Identifying the data sources
• Instructions on using OrgCon
  • OrgCon menus
  • File extensions
  • Importing files
  • Help options
  • Updating OrgCon
  • Files
    • Select unit of analyse
    • Open file
    • Clear all unit of analysis
    • Save file
    • Save as
    • Exit
  • Tools
    • Action Choises
    • Compare Scenarios
    • Activating OrgCon
    • Options
  • Input
    • Defining the unit of analysis
    • Organization name
    • Scenarios
    • Input of data
      • Choose a category
      • Certainty factor
      • Insert a remark
      • Edit input data
    • Review of input data
      • Input graph
      • Input report
  • Output
    • Review of output data
      • Output report
      • Output graph
• Working with OrgCon results
  • Compare
  • Perform a sensitivity analysis
  • Action Choices
    • Ancestor
    • Input of data
  • Interpreting OrgCon results
    • Working with results
    • Current situation
    • Recommended situation
• The OrgCon questionnaire
  • The Complete Input Questionaire
  • Goals
    • Efficiency
    • Effectiveness
  • External environment
    • Complexity
    • Uncertainty
    • Equivocality
    • Hostility
  • National culture
    • Power distance
    • Uncertainty avoidance
    • Masculinity
    • Individualism
  • Strategy factors
    • Strategy typology
      • Prospector
      • Analyzer with innovation
      • Analyzer without innovation
      • Defender
      • Reactor
    • Product innovation
    • Process innovation
    • Concern for quality
    • Pricing
    • Industry type
  • Diversity
    • Number of products/services
    • Market diversity
    • Level of internationalization
    • Product differentiation
  • Current configuration
    • Configurations
      • Simple configuration
      • Functional configuration
      • Divisional configuration
      • Matrix configuration
      • Ad-hoc configuration
      • Other configurations
    • Bureaucracies
      • Professional bureaucracy
      • Machine bureaucracy
    • IT infusion
    • Virtualization
    • Internationalization
      • Multinational
      • Global
      • Transnational
      • International
    • Local responsiveness
    • Optimal sourcing
  • Current complexity
    • Number of job titles
    • Employees with advanced degrees ot training
    • Number of vertical levels
    • Average number of vertical levels
    • Number of locations
    • Average distance from headquarters
    • Proportion of dispersed personnel
  • Geography
    • Corporate headquarters
    • Concolidate work
  • Knowledge
    • Amount of information
    • Tacit Knowledge
  • Technology
    • Type of business
      • Production firm
      • Service firm
      • Retail firm
      • Wholesale fim
    • Type of technology
      • Standardized production
      • Highly automated production
      • Specialized production
    • Routineness of technology
    • Divisibility of technology
    • Dominance of technology
    • Advanced information systems
  • Internal climate
    • Climate typologies
      • Group climate
      • Developmental climate
      • Internal process climate
      • Rational goal climate
    • Level of trust
    • Level of conflilct
    • Emloyee morale
    • Rewards
    • Resistance to change
    • Leadership credibility
    • Level of scapegoating
  • Leadership style
    • Leadership style typologies
      • Leaders
      • Producers
      • Entrepreneurs
      • Managers
    • Preference for delegation
    • Time horizon for decision-making
    • Level of detail in decision-making
    • Reactive of proactive decision-making
    • Propensity for risk
    • Motivation and control
  • Size
  • Age / ownership
    • Age
    • Ownership
  • Current centralization
    • Management involvement in information gathering
    • Interpretation of information
    • Control of decision making
    • Discretion over budget
    • Influence on evaluation factors
    • Discretion on hiring and firing
    • Discretion over personnel rewards
    • Discretion over purchasing
    • Discretion over new projects
    • Discretion over work exceptions
  • Current formalization
    • Job descriptions
    • Degree of supervision
    • Compliance with job standards
    • Written instructions
    • Compliance with instructions
    • Freedom from rules
    • Number of rules
  • Current incentives
• Case: Medtronic
  • Background information
    • Data collection
    • Company profile
  • Data input
    • Configuration
    • Complexity
    • Formalization
    • Centralizaiton
    • Size
    • Age/ownership
    • Product diversity
    • Technology
    • Environment
    • Management style
    • Strategy
    • Climate
  • Interpretation of analysis
    • Current situation
    • Recommended situation
    • Misfits at Medtronic
• The EcoMerc Website